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1、Chapter11Leadership 11 1Definitiontheabilitynor forthatmatter areallmanagersleaders Differencebetweenmanagement leadership attitudestowardsgoals Managerstendtoadoptimpersonal leaderstakeapersonalmostfirmsareunderled overmanaged TransitioninleadershiptheoriesWhatmakesaneffectiveleader the1stapproachs
2、oughttofinduniversalpersonalitytraitsthatleadershadtosomegreatdegreethannonleadersexplainleadershipintermsofthebehaviorapersonengagedin falsestarts basedontheirerroneousconceptionContingencymodelstoexplaintheinadequaciesofpreviousleadershipattemptingtoidentifythesetoftraitsthatpeopleimplicitlyrefert
3、oasaleader 11 2Traittheories1930sbypsychologists Theoriesseekingpersonality social physical orintellectualtraitsdifferentiatingleadersfromnonleadersIdentifytraitsconsistentlyassociatedwithleader ambitionignoresituationalfactors Chapter11Leadership 11 3Behavioraltheoriesthelate1940s mid 1960sTheories
4、proposingthatspecificbehaviorsdifferentiateleadersfromnonleaderstraitresearchweresuccessful thenleaderisbasicallyinborn wouldhaveprovidedabasisforselectingtheright leader behaviortheorieswerevalid wecouldteachpeopletobeleaders training 1 OhioStatestudiesinthelate1940s Identifyindependentdimensionsof
5、leaderbehavior beginningwithover1000dimensionsinitiatingstructure theextenttowhichaleaderislikelytodefine 2 UniversityofMichiganstudies Employee orientedleader emphasizesinterpersonalrelationsproduction oriented emphasizestechnicalortaskaspectsofthejobEmployee orientedleaderswereassociatedwithhigher
6、groupproductivity higherjobsatisfaction 3 ThemanagerialgridBlake Mouton A9 by 9matrixoutlining81differentstylesconcernforpeople production9possiblepositionsalongeachaxismanagersperformbestundera9 9style 9 1authoritystyle 1 9countryclubstyle 4 ScandinavianstudiesFinland Sweden Basicpremise inchanging
7、world effectiveleaderswouldexhibitdevelopment orientedbehavior3rdseparatedimension valuesexperimentation seekingnewideas positiveevidentin1990sdynamicenvironment Chapter11Leadership 11 4Contingencytheoriesleadershipeffectivenesswasdependentonthesituation isolatethosecriticalsituationalfactors modera
8、tevariables 1 FiedlerModelleastpreferredco worker LPC questionnaire Identifyingleadershipstyle LPCscore relationship taskoriented 16 mid Range1200groupsDefiningthesituation leader memberrelation confidence trust respectintaskstructure degreejobassignmentsareprocedurizedpositionpower degreeofinfluenc
9、ealeaderhasoverpowervariablessuchas Matchingleaderschangethesituationtofittheleader 1 2 Cognitiveresourcetheoryupdatein1987 Atheoryofleadershipstatingthataleaderobtainseffectivegroupperformanceby 1st makingeffectiveplans decisions theintellectualabilitycorrelatewithperformanceinnonstressfulsituation
10、s 2 Hersey Blanchard ssituationaltheory Acontingencytheoryfocusingonfollower sreadinessreadiness theextenttowhichpeoplehavetheabilityrelationship willing 3 Leader memberexchangetheory LMX leaderscreatein groupsimilarpersonalcharacteristicsgenerallysupportive 4 Path goaltheorybyRobertHouse Thetermpat
11、h goalisderivedfromthebeliefthateffectiveleadersclarifythepathtohelptheirfollowersgettheachievementoftheirworkgoalseasilythetheorythataleader sbehaviorisacceptabletosubordinateinsofarastheyviewitasasourceofeitherimmediateorfuturesatisfaction4leadershipbehaviors directiveleader task supportive consid
12、eration participative consulting achievement oriented setchallenginggoalsleaderbehaviorsisineffectivewhenitisredundant 4 Path goaltheory 2classesofsituationalvariables environmentalfactorsoutsidethecontrolof complement partofthepersonalcharacteristicsofthesubordinate interpretation Directiveleadstog
13、reatersatisfactionforambiguousorstressfultask whenthereissubstantiveconflictwithin fitsonewithanexternallocusofcontrol islikelytobeviewedasredundantbyskilledsubordinates Supportiveresultsinhighperformancefitsclear bureaucraticformalauthorityrelationships participativefitsonewithaninternallocusofcont
14、rol achievement orientedincreaseone sexpectanciesleadinghighperformanceforambiguoustask 5 Leader participationmodelin1973 byVictorVroom PhillipYetton AleadershiptheoryprovidingasetofrulestodeterminetheformMDMotivation Development 6 Irrelevantleadership Inmanysituations whateverbehaviorsleadersexhibi
15、tareirrelevantcertainindividual job organizationalvariablesactassubstitutesorneutralizers Chapter11Leadership 11 5Recentapproaches 1 Attributiontheoryattemptingtomakesenseoutofcause effectrelationship Proposethatleadershipismerelyanattributionthatpeoplemakeaboutotherindividualscharacterizeleadersash
16、avingsuchtraitsasintelligence outgoingpersonality strongverbalskills aggressiveness understanding undertheextremeconditions 2 Charismaticleadershipextensionofattributiontheory Followersmakeattributionsofheroicorextraordinaryleadershipabilitieswhentheyobservecertainbehaviorsidentifypersonalcharacteristicsofthecharismaticleader extremelyhighconfidence avision abilitytoarticulatethevision strongconvictionsinthevision behavioroutofordinary beingachangeagent environmentalsensitivity Whenthefollower s
